ERICSSSON

QUALITY OF WORK LIFE

TABLE OF CONTENT

1. INTRODUCTION
2. ABOUT ERICSSON
3. QUALITY OF WORKLIFE SURVEY
4. FACILITIES IN ERICSSON
5. OPPORTUNITYS AND JOB SECURITY
6. BIBLOGRPHY
INTRODUCTION

Quality of Working Life is a term that had been used to describe the broader
job-related experience an individual has.
1 Quality of Working Life and related concepts: job satisfaction, workplace
stress and quality of life
2 Models and components of quality of working life
3 Measurement
4 Applications
5 References
Quality of Working Life and related concepts: job satisfaction, workplace
stress and quality of life

Whilst there has, for many years, been much research into job satisfaction,
[1] and, more recently, an interest has arisen into the broader concepts of
stress and subjective well-being,[2] the precise nature of the relationship
between these concepts has still been little explored. Stress at work is often
considered in isolation, wherein it is assessed on the basis that attention to an
individual’s stress management skills or the sources of stress will prove to
provide a good enough basis for effective intervention. Alternatively, job
satisfaction may be assessed, so that action can be taken which will enhance
an individual’s performance. Somewhere in all this, there is often an
awareness of the greater context, whereupon the home-work context is
considered, for example, and other factors, such as an individual’s personal
characteristics, and the broader economic or cultural climate, might be seen
as relevant. In this context, subjective well-being is seen as drawing upon
both work and non-work aspects of life.
However, more complex models of an individuals experience in the
workplace often appear to be set aside in an endeavour to simplify the
process of trying to measuring “stress” or some similarly apparently discrete
entity. It may be, however, that the consideration of the bigger, more
complex picture is essential, if targeted, effective action is to be taken to
address quality of working life or any of its sub-components in such a way
as to produce real benefits, be they for the individual or the organisation.
Quality of working life has been differentiated from the broader concept of
quality of life. To some degree, this may be overly simplistic, as Elizur and
Shye,(1990)[3] concluded that quality of work performance is affected by
quality of life as well as quality of working life. However, it will be argued
here that the specific attention to work-related aspects of quality of life is
valid.
Whilst quality of life has been more widely studied[4], quality of working
life, remains relatively unexplored and unexplained. A review of the
literature reveals relatively little on quality of working life. Where quality of
working life has been explored, writers differ in their views on its’ core
constituents.
It is argued that the whole is greater than the sum of the parts as regards
quality of working Life, and, therefore, the failure to attend to the bigger
picture may lead to the failure of interventions which tackle only one aspect.
A clearer understanding of the inter-relationship of the various facets of
quality of working life offers the opportunity for improved analysis of cause
and effect in the workplace.
This consideration of quality of working Life as the greater context for
various factors in the workplace, such as job satisfaction and stress, may
offer opportunity for more cost-effective interventions in the workplace. The
effective targeting of stress reduction, for example, may otherwise prove a
hopeless task for employers pressured to take action to meet governmental
requirements. Models and components of quality of working life

Various authors and researchers have proposed models of quality of working

life which include a wide range of factors. Selected models are reviewed
below.
Hackman and Oldham (1976)[5] drew attention to what they described as
psychological growth needs as relevant to the consideration of Quality of
working life. Several such needs were identified :
Skill variety,
Task Identity,
Task significance,
Autonomy and
Feedback.
They suggested that such needs have to be addressed if employees are to
experience high quality of working life.
In contrast to such theory based models, Taylor (1979)[6] more
pragmatically identified the essential components of quality of working life
as basic extrinsic job factors of wages, hours and working conditions, and
the intrinsic job notions of the nature of the work itself. He suggested that a
number of other aspects could be added, including :
individual power,
employee participation in the management,
fairness and equity,
social support,
use of one’s present skills,
self development,
a meaningful future at work,
social relevance of the work or product,
effect on extra work activities.
Taylor suggested that relevant quality of working life concepts may vary
according to organisation and employee group.
Warr and colleagues (1979)[7], in an investigation of quality of working life,
considered a range of apparently relevant factors, including :
work involvement,
intrinsic job motivation,
higher order need strength,
perceived intrinsic job characteristics,
job satisfaction,
life satisfaction,
happiness, and
self-rated anxiety.
They discussed a range of correlations derived from their work, such as
those between work involvement and job satisfaction, intrinsic job
motivation and job satisfaction, and perceived intrinsic job characteristics
and job satisfaction. In particular, Warr et al. found evidence for a moderate
association between total job satisfaction and total life satisfaction and
happiness, with a less strong, but significant association with self-rated
anxiety.
Thus, whilst some authors have emphasised the workplace aspects in quality
of working life, others have identified the relevance of personality factors,
psychological well being, and broader concepts of happiness and life
satisfaction.
Factors more obviously and directly affecting work have, however, served as
the main focus of attention, as researchers have tried to tease out the
important influences on quality of working life in the workplace.
Mirvis and Lawler (1984)[8] suggested that quality of working life was
associated with satisfaction with wages, hours and working conditions,
describing the “basic elements of a good quality of work life” as :
safe work environment,
equitable wages,
equal employment opportunities and
opportunities for advancement.
Baba and Jamal (1991)[9] listed what they described as typical indicators of
quality of working life, including:
job satisfaction,
job involvement,
work role ambiguity,
work role conflict,
work role overload,
job stress,
organisational commitment and
turn-over intentions.
Baba and Jamal also explored routinisation of job content, suggesting that
this facet should be investigated as part of the concept of quality of working
life.
Some have argued that quality of working life might vary between groups of
workers. For example, Ellis and Pompli (2002)[10] identified a number of
factors contributing to job dissatisfaction and quality of working life in
nurses, including:
poor working environments,
resident aggression,

\
ABOUT THE COMPANY
ERICSSON

Ericsson , one of Sweden's largest companies, is a provider of

telecommunication and data communication systems, and related services,
covering a range of technologies, including especially mobile networks.
Directly and through subsidiaries, it also has a major role in mobile devices
and cable TV and IPTV systems. Ericsson was also the inventor of
bluetooth.

Founded in 1876 as a telegraph equipment repair shop by Lars Magnus

Ericsson, it was incorporated on August 18, 1918. Headquartered in Kista,
Stockholm Municipality, since 2003, Ericsson is considered part of the so-
called "Wireless Valley". Since the mid-1990s, Ericsson's extensive
presence in Stockholm has helped transform the city into one of Europe's
hubs of information technology (IT) research. Ericsson has offices and
operations in more than 150 countries, with more than 20,000 staff in
Sweden, and also significant presences in, for example, Brazil, China,
Finland, India, Ireland, Italy, Hungary, the UK and the USA.

In the early 20th century, Ericsson dominated the world market for manual
telephone exchanges but was late to introduce automatic equipment. The
world's largest ever manual telephone exchange, serving 60,000 lines, was
installed by Ericsson in Moscow in 1916. Throughout the 1990s, Ericsson
held a 35-40% market share of installed cellular telephone systems. Like
most of the telecommunications industry, Ericsson suffered heavy losses
after the telecommunications crash in the early 2000s, and had to fire tens of
thousands of staff worldwide in an attempt to manage the financial situation,
returning to profit by the mid-2000s.

Ericsson is currently the world's largest mobile telecommunications

equipment vendor with a market share of 35%.

In April 2001, Ericsson and Sony Corp of Japan announced that they were
setting up a joint venture, based in London, to combine their cellular handset
manufacturing businesses.

Financially, 2002 was even worse for the global Internet and
telecommunications industry than the previous year had been due the
excesses of the investment bubbles. LM Ericsson, Royal KPN NV,
Vodafone Group PLC, and Deutsche Telekom AG experienced the biggest
losses in corporate history. The telecommunications sector's problems
brought bankruptcies and job losses, and led to changes in the leadership of
a number of major companies. The most high-profile victim in 2002 was
Ericsson, then the world's largest producer of wireless telecom systems, as it
was forced to let go thousands of staff and raise about $3 billion from its
shareholders.

In June 2002, Infineon Technologies AG (then the sixth largest

semiconductor supplier and a subsidiary of Siemens AG) bought the
microelectronics unit of LM Ericsson for €400 million.

In October 2005, LM Ericsson acquired the bulk of the troubled British

telecoms manufacturer Marconi, including the Marconi brand name, which
dates back to the creation of the original Marconi Company by the "father of
radio" Guglielmo Marconi. In September 2006, LM Ericsson sold the greater
part of its defense business Ericsson Microwave Systems, which mainly
produced sensor and radar systems, to SAAB AB, which renamed the
company to Saab Microwave Systems. The sale meant that Saab Ericsson
Space, previously a joint venture, is now fully owned by SAAB. Not
included in the sale to Saab was the National Security & Public Safety
division, which was transferred to Ericsson with the sale. In November
2006, LM Ericsson purchased the UIQ software business for smartphones
from Symbian.

In January 2007, LM Ericsson completed the merger of its indirect wholly

owned subsidiary, Maxwell Acquisition Corporation, with and into Redback
Networks Inc. (Redback), with Redback surviving the merger as a wholly
owned subsidiary of LM Ericsson. In February 2007, LM Ericsson acquired
Entrisphere, a company providing fiber access technology, based in the
United States. In September 2007, LM Ericsson acquired an 84% interest in
German software firm, LHS Telekom Inc., a stake since raised to 87.5%.

In July 2009, Ericsson acquired Nortel's wireless-equipment unit at price

$1.13 billion in cash, the unit mainly include CDMA2000 and LTE. Other
companies, also bidding for it included Nokia Siemens Networks and
MatlinPatterson Global Advisors.
On February 18, 2008, it was announced that Aastra Technologies would
acquire the enterprise PBX division of Ericsson.[6]

Major competitors today include, in the main business, Alcatel-Lucent,

Huawei, Nokia Siemens Networks and ZTE, with Cisco, IBM, EDS,
Accenture, Nokia, Motorola, Samsung, LG Electronics, NEC, Sharp and
most recently Apple Inc., competing with aspects of the business.

[edit] Business Unit Networks: Mobile and fixed networks

LM Ericsson provides mobile systems solutions to network operators. Its

systems offerings include radio base stations, base station and radio network
controllers, mobile switching centers and service application nodes. Its end-
to-end solutions offer operators a network migration to 3G.

IP core network (switching, routing, control and transport)

Ericsson's core network solutions include the mobile softswitch, IP

infrastructure, IMS, media gateways, Mobile Packet Backbone Network
(MPBN) and microwave and optical transport solutions to provide
management of voice and data traffic.

[edit] Ericsson Network Technologies

Ericsson Network Technologies (Cables) unit provides a range of cable-

related items for telecom and power networks. LM Ericsson is engaged in
the passive fiber access network field including integration of copper, fiber
optic and mobile technologies. About a third of the sales from its Cables
group is attributable to inter-segment sales. Manufacturing is carried out in
China, India, Malaysia and Sweden.

• AXE telephone exchange

• Base Transceiver Station
• Network Switching Subsystem

[edit] Ericsson Power Modules

Ericsson Power Modules is a supplier of direct current (DC)/DC converters

and DC/DC regulators, mainly to the communications industry, for
advanced applications, such as multiplexors, switches, routers and radio base
stations. Manufacturing is in China.
[edit] Ericsson Microwave Systems

Ericsson Microwave Systems designed radar systems and was eventually

sold to Saab AB on September 1, 2006 as a move to focus on telecom and
move out of the military market.

[edit] Business Unit Multimedia

In addition to essential systems, relationships with content and application

partners enable Ericsson to deliver solutions[clarification needed] for mobile
multimedia. This Business Unit also oversees Ericsson's work with mobile
phones and mobile phone platforms. In 2009 Ericsson launched the Social
Media Portal, which enables telecom operators to enter the Web 2.0 domain.
Part of this solution is the Pixl8r standard which opens possibilities for
cross-operator social communities.
RESULT AND FEEDBACKS OF WORKLIFE SURVEY IN ERICSSON

Sample size -20

Location of survey Ericsson gurgaon

No of questions 20

The result of and feedback of each question is represented below

1. How long have you been working for the company ?

a. Less than 1 year 2

b. 1-2 years 10
c. 2-5 years 6
d. More than 5 years 4

2. Are you satisfied with working conditions in the company ?

a. strongly agree 8
b. Agree 10
c. Disagree 1
d. Strongly disagree 1

Response – the 90 % of employees agreed that they were satisfied

with the working condition that is provided by the company. Only
10 % of the employees disagreed that they are not satisfied with
working conditions as per my conclusion that is based on talking to
other employees it may be because these employees may be
looking for some change .

3. How motivating is the work environment?

a. Extremely motivating 6
b. Fairly motivating 11
c. Neutral 4

Response- out of 20 people interviewed majority of them said it

was fairly motivating. The response was that the work environment
is good and it motivates them to some extent were as some people
were not having any clear idea about motivation they get from
work environment in the Organization.

4. Do other Departments in the company cooperate with each

other?

a. Yes 15

b. No 5

Response- The majority of people said that the other departments

in the company coordinate with each other in the organisation.
There are regular meeting in between the business development
people and software development team to integrate the projects as
per the client’s requirement.

5. Do you feel free to offer suggest in the organization ?

a. yes 16

b. No 4

Response and feedback- the majority of the employees agreed that

they were able to freely give there ideas in the meetings that are
held twice in a month and they can also giv there suggestions about
the compny in an annual meeting conducted to know the
employees feeliung about the company.
6. There is a harmonious relationship with our colleagues in the company.
a) Strongly agree 6
b) Agree 11
c) Disagree 3
d) Strongly disagree -

Response- most people agree that there is harmonious relation in among

them with there peers in the organization. There are 15 % of employee who
disagree to this question may be due to personal conflict with some
employees in the company. The employees who agreed about harmonious
relation said that they are good friends with many collogues and share
there problems and happiness with each other. They interact with each other
informally that makes there work easy.

7. Sense of belongingness increase with the cooperation.

a) Strongly agree 8
b) Agree 8
c) Disagree 4
d) Strongly disagree -

Response- there was different response from different emplotees in the

company regarding this question . Most employees said that obviously when
there is cooperation among people then sense of belongingness increases
because cooperation helps in improving relationship among employees in
the company and it directly impacts the employeer – employee relationship
which can reduce the employee turnover rate.

8. How far training programs helps an employee to achieve the required skill
for performing the job efficiently?
a) To great extent 12
b) To some extent 6
c) Rarely 2

Response- the response to this question was 90% employees agreed that
training to some or more extent help them achieving the require skill set they
require to do there work more efficiently.

9. Do you think the training programs helps in improving relationship

among employeers?

Response- yes , Training program helps in improving employer-employee

relationship . training in most cases brings efficiency in work and improves
productivity . when the employees perform well they are rewarded and the
possibility of there growth increases in the company this increases
employer-employee relationship in an organization

10. Please comment on the following infrastructure

Appraisal from Excellent to Poor
a) Classroom/seating arrangement- the employees comment on seating
arrangement was that the sitting arrangements are good . they are neet an
clean place for sitting. Every body is treated equally no special arrangements
are made for any employee. The workplace is made up of cubical boxes
there is no special cabin system for anybody. The workplace has proper
lighting facility, temperature control and climatic condition , the sitting
arrangement is comfortable and they are provided with personal computer
with internet and other peripherals.

e) Audio visual arrangement – The audio-visual arrangement is good .the

audio-visual products installed in the office are of good quality . there are
superior quality LCD projector and sound system for meetings, seminars and
for purpose of telecommunication and teleconferencing. There are CISCO
products for teleconferencing.

f) Quality of lunch – the company provide superior quality of hygienic lunch

at very subsidies price to its employees . for eg the catering in ericsson India
offices is done by Indias top most taj catering service

g) Traveling facility- The company provides 24 Hour air conditioned cab

facility to its employees .If you don’t come by cab then also you can claim
travel allowance. The company also provide LTC leave and travel allowance
to its employees .

Compensation – As per the industry standard and the work the employees
are doing there compensation package is fair but the view of employee is
different 55% say yes as per there work its fair but as per need they want
more rest 45% say that its not completely fair there opinion is that they
deserve more for the work done by them . But keeping in mind there salaries
my opinion is that in majority cases the compensation given by the company
is fair enough.

The compensation package includes

1.basic salary- the basic salary that is as per the Industry standards

2. HRA – house rent allowance that is as per the rent rate prevailing in the
city

3. bonus and rewards- there are annual bonuses and performance based
rewards given by the company

4. there are mobile and other reimbursement that are paid in compensation.

5. There are many other perks and allowances given by the company as per
the seniority level.

PERFORMANCE APPRAISAL-
The company has linked performance with appraisal the appraisal of an
employee depends on who well he/ she performs in his /her respective work.

The company uses fair means for appraisal. The subordinate and senior both
give the feedback of the employee that feedback is considered at the time of
his appraisal.

Linking appraisal to performance gives the company an advantage in

achieving there organization goals.

The performance based appraisal system motivates the employees to give

there level best to the organization .

It’s a win win situation for both organization as well as employees.

Fringe benefits provided to you….

a) Insurance- the company provide fringe benefits like group accidental
insurance,

Medical insurance – the company provide medical insurance for employee

and his family the cover depends as per the seniority level of employee.

Mobile bills, movie tickets , sudaxo coupons.

LEAVES

The company provides leave to its employees as per the rules and
regulations there are

casual leaves- the employees can opt for casual leave as per there
requirement

paid leave – In short there are PL for these leaves employees are paid also.

Maternity leave - for female employees

sick leave – this is a type of leave given for sickness or accident.

FACILITIES FOR WORKING

The company provide laptop to its employees so they can work away from
office also

They are provided with mobile connections by the company to remain

connected.

SOCIAL SECURITY BENEFITS.-

The company also provide social security benefits to its employees.

AWARDS AND RECOGNISATION

The company recognizes the best performers every month by giving them
certificates of excellence.

The company also recognize the best performers by naming a project onn
there name to reward them.

The company also helds annual awards that are known as power awards that
are given to the employee whose performance have remain excellent through
out the year.

GROWTh OPPORTUNITIES

In Ericsson there are good growth opportunities for employes.

The company give freedom to its employees for innovation and new
discoveries in the field of technology.

The employees who do any discovery or invention are very well rewarded
by the company.

The company promotes research and development in telecommunication.

The company does not practice gender discrimination and promote female
employees .

There are equal opportunities for everyone to grow in the company.

The company assist itrs employees who innovate or discover new

technology to get patents on there name.
JOB SECURITY

In the survey conducted on job security 60% people think that they have a
feeling of job security in the company .

The rest 40% were not sur about the security of there job. But Ericsson being
a MNC with exposure in many countries there are many risk associated in
there business which can impact on their financial an may lead to the steps
of downsizing.

BIBLOGY

1. The information is searched from wikipidia.org

2. the information is taken from Ericsson india